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Leadership Articles: TALKING LEADERSHIP

 

A Feature Article from Gaynor Consulting Inc.
September 2017   |   By Dan Gaynor

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Fundamentals First

"All of these principles are easy to comprehend, and all of them are damnably difficult to live and make happen. And that explains why truly great leaders are rare indeed." Oren Harari

Writing in his book The Leadership Secrets of Colin Powell author Oren Harari is talking about the fundamentals that were so typical of Colin Powell's approach to leadership. I'm not sure why, but it seems these days that there is far too little attention paid to developing strong fundamentals, maybe it's that tendency in human nature to complicate the simple.

Good examples would be the seemingly boundless enthusiasm for personality testing and emotional intelligence these days. I'm not saying these are of no value, only that work on these topics will not transform an average team into a high performing team. In leadership, as in virtually all other endeavours, the foundation for success is found in strong fundamentals. There will always be far more upside in teaching leaders how to stay mission focused, provide good direction, build accountability and provide skillful feedback than there in some of the more tangential leadership topics there seems to be so much enthusiasm for, yet I frequently see these foundational topics overlooked.

So what the are some of these fundamentals? In the space I have here I can't offer a complete list but I can cover a few.

Start with the right heart All the best leaders care a great deal about the missions and people they lead. They are in it for the right reasons. They are mission and people driven. They value relationships. This doesn't mean they coddle team members. To the contrary, they challenge people to deliver quality work and to continually get better and they encourage and support their efforts. We can't teach someone to have the right heart for leadership, but we can help those who already do learn how it how to express it in the right ways.

Communicate well
We talk to people we care about and we listen to people we care about. For the best leaders good communication habits connect them with people and build engagement. As I have so often said, we can't expect engagement if we don't engage people. Opening the enterprise and building relationships with strong communication skills is essential.

Provide good direction
Research clearly demonstrates that when people know clearly what is expected of them they have higher levels of performance and more job satisfaction. Yet so often I encounter people who don't know or are unsure about what's expected of them. Learning how to provide direction well and how to avoid common pitfalls is essential. This would be why I include eight keys to providing direction well in my work.

Provide lots of quality feedback
I'm convinced that every truly team building leader has great feedback habits. Why? Because teams are built one member one situation at a time and skillful timely feedback is the key. Time and time again I encounter leaders at all levels who don't provide enough feedback as well as those who provide it poorly.

Coach
Legendary coach John Wooden wrote, "Every good leader is a natural and enthusiastic teacher." I couldn't agree more. Wooden's UCLA Bruins won more national championships than any team in history. His book, Wooden on Leadership, is a brilliant volume on applied fundamentals and his efforts to build relationships and improve skills through coaching ranks high among these. Time spent developing good coaching skills is time well spent.

Build culture
I would offer without hesitation that every significant team building effort I was involved in featured purposeful work on culture - not what your team does but the way they do it. If the leader doesn't do something to promote the right team culture then who will? Culture drives performance and there is a right way to go about building it.

Make every performance count
Last on my admittedly incomplete list is the way great leaders treat performance. They don't make excuses for it. They insist that every team member earn his or her place. When someone isn't doing this they confront the problem with feedback and coaching first (here we are back at these two fundamentals) and when these don't solve the problem they know how to have those difficult conversations and make the necessary changes to the roster with skill.

I take a fundamentals first approach because 20 years of building the teams I led, convinced me time and time again, that they work. Today, when I encounter teams who are not living up to their potential, it always traces back to fundamentals. It's fundamentals consistently applied that will always drive the biggest improvements.

For more on developing strong leadership skills check out these 1/2 day workshops offered this Fall at the Kahanoff Centre or check out my book, The Heart and Hands of Leadership: The Twelve Timeless Practices of Effective Leaders.

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A Feature Article from Gaynor Consulting Inc.
September 2017   |   By Dan Gaynor

 

Has this article sparked some thinking?
Join our blog Talking Leadership here to share it with other readers.



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